Project Management Topics

• booz allen hamilton
• critical path method
• project management responsibilities
• project management framework
• project management tools
• polaris missile
• aace international
• triple constraint
• missile submarine
• program evaluation and review technique
• lockheed corporation
• dupont corporation
• remington rand
• systemic project
• submarine program
• system deployment
• engineering economics
• hamilton history
• hans lang
• cost engineers

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Project Management, Project Management

Ireland (2006) Project Management . McGraw-Hill Professional, 2006. ISBN 007147160X. p.110.

ISBN 0566087723 It has been since the 1950s, that organizations started applying systemic project management tools and techniques to complex projects.

At that time, two mathematical project scheduling models were developed. The "Critical Path Method" (CPM) developed in a joint venture by both DuPont Corporation and Remington Rand Corporation for managing plant maintenance projects. And the "Program Evaluation and Review Technique" or PERT, developed by Booz-Allen & Hamilton as part of the United States Navy's (in conjunction with the Lockheed Corporation) Polaris missile submarine program; Booz Allen Hamilton - History of Booz Allen 1950s These mathematical techniques quickly spread into many private enterprises. for a seven-month project with five milestones. At the same time, technology for project cost estimating, cost management, and engineering economics was evolving, with pioneering work by Hans Lang and others. In 1956, the American Association of Cost Engineers (now AACE International; the Association for the Advancement of Cost Engineering) was formed by early practitioners of project management and the associated specialties of planning and scheduling, cost estimating, and cost/schedule control (project control). AACE has continued its pioneering work and in 2006 released the first ever integrated process for portfolio, program and project management (Total Cost Management Framework).

Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, which is cost, time, and scope.

The VA IT Project Management Framework diagram illustrates Milestone 4 which occurs following the deployment of a system and the closing of the project. The project closing phase activities at the VA continues through system deployment and into system operation for the purpose of illustrating and describing the system activities the VA considers to be part of the project. The figure illustrates the actions and associated artifacts of the VA IT Project and Program Management process.

Source: Wikipedia > Project Management